HomeMy WebLinkAboutMINUTES - 04252000 - D3 TO: BOARD OF SUPERVISORSCONTRA.`
FROM: Phil Batchelor, County Administrator t+ tfrr," I COT
John Cullen, Empi nt and Human COUNTY
Services Director _
DATE: April 25, 2000
SUBJECT: Change and Challenge for Employment and Human Services Department
SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION
RECOMMENDATION(S):
1. ACCEPT the presentation by the Employment and Human Services department Director concerning
changing service needs among its clients, new legislative and regulatory mandates, department
service delivery initiatives and current organizational challenges.
2. ACKOWLEDGE the challenges of the Department as it continues its efforts to expand and improve
its services that promote the self-sufficiency and healthy functioning of families, protect abused or
neglected children and assist seniors and disabled adults.
3. RECOGNIZE the impact of impending time limits for CalWORKs clients, especially the hard to
serve, and the barriers to self sufficiency caused by the limited availability of affordable child care,
transportation and housing.
4. RECOGNIZE the challenge of both meeting legal mandates and providing quality service for at risk
children and families within the context of increased complexity and range of regulatory
requirements, growing numbers of child abuse allegations, the need to improve working relations
with the courts, a severe shortage of staff and limited state support for early intervention and
prevention programs.
CONTINUED ON ATTACHMENT: —YES SIGNATURE. 6@�" /3Z o
RECOMMENDATION OF COUNTY ADMINISTRATOR_„RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S):
ACTION OF BOARD ON " APPROVED AS RECOMMENDED I OTHER.
SEF ADDENDUM FOR BOARD ACTION
VOTE OF SUPERVISORS
1 HEREBY CERTIFY THAT THIS IS A
X UNANIMOUS(ABSENT V ! TRUE AND CORRECT COPY OF AN
AYES: NOES: ACTION TAKEN AND ENTERED
ABSENT. ABSTAIN: ON MINUTES OF THE BOARD OF
SUPERVISORS ON THE DATE SHOWN.
Contact:Jason Crapo,Mgt Analyst"-385-1031 ATTESTED
PHIL 13ATCHELO ,CLERK OF
THE BOARD OF SUPERVISORS
AND COUNTY ADMINISTRATOR
cc: CAO
Employment '&Human Services Dept.
BY ,DEPUTY
ADDENDUM TO ITEM SDA
April 25, 2000
On this date, the Board of Supervisors held a workshop for the Employment and
Human Services Department (EHS). The EHS Department provided a slideshow
presentation (printed version attached).
There were no requests to speak on this matter.
Following discussion, the Board took the following actions:
1. REFERRED the report to the Family and Human Services Committee;
2. AUTHORIZED the Chair, Board of Supervisors to send a letter to the staff
of EHS acknowledging the report and recognizing the efforts of the staff and
the difficulties of their tasks;
3. DIRECTED the EHS Department to return to the Board after budget
hearings with a proposed public outreach program and recommendations to
enable the Board to engage more fully with the staff;
4. AUTHORIZED the Chair, Board of Supervisors to send a letter to
legislators requesting increased Educational Revenue Augmentation Fund
(ERAF) supplementation;
5. REQUESTED a report from the County Administrator identifying two areas
of proposed legislation relative to EHS issues for the Board to consider;
6. and DIRECTED the County Administrator to schedule a Town Hall
Meeting in May or June 2000, inviting legislators, all relevant staff, and the
public as a whole.
5. RECOGNIZE that the rapid growth in the numbers of seniors is driving the increased need for
adequate health care, support to remain at home, assisted living and protection from elder abuse.
6. RECOGNIZE the need to improve automated systems to increase the quality of program
performance data, implement outcomes-based accountability, support staff and improve service
delivery.
7. RECOGNIZE the Department's need to further increase organizational capacity through
recruitment and training as well as to provide facilities that meet staff and program needs.
8. RECOGNIZE the Department's continuing efforts to improve services to low-income parents,
families in crisis and elderly and disabled adults are dependent on uncertain state and federal
funding, and that changes in state or federal policy or the reversal of the current economic
prosperity could dramatically affect the Department's ability to move forward to meet its service
delivery challenges.
BACKGROUND/REASON(S) FOR RECOMMENDATION(S):
Over the past five years, the Employment and Human Services Department has changed
significantly in order to better meet the service needs of its client population as well as legislative
and regulatory mandates. With change comes challenge. The Department recognizes that it
needs to continue to evolve its service delivery strategies and organizational infrastructure, despite
budgetary and fiscal uncertainties. This report provides an update on these changes, challenges
and future plans.
EMWovment and Human Services —A New Department
In 1995, the employment and human services functions of the County were provided by the Private
Industry Council and Social Service Department. In 1998, the Board of Supervisors created the new
Department of Employment and Human Services in recognition of the convergence of the missions
and mandates of the two former departments, driven by both the Workforce Investment Act and
welfare reform.
Five years ago, the Social Service Department was organized into four divisions: social services,
income maintenance, general assistance and administration. Key budget units did not reflect these
divisions, but rather were divided into support services, categorical aid and general assistance
payments. At that time, the overall budget was $215.6 million and there were 982 FTEs within the
department. The Private Industry Council administered small business development programs and
employment training for disadvantaged adults and youth. Its budget was $7.3 million with 14 FTEs.
The Employment and Human Services Department of today is very different. It has five bureaus:
Workforce Services, the Workforce Investment Board, Children and Family Services, Aging and
Adult Services and Administrative Support. The budget units are aligned accordingly to ensure fiscal
accountability. The adopted budget for FY 99-00 was $254.8 million with the budget request for FY
00-01 at$260.2 million. Net time-studied FTEs are now 1,459.
Centra Costa County —A Channing Community
The organization of the new Employment and Human Services Department was designed to enable it
to better meet the needs of its clients and our community. Contra Costa is a rapidly growing,
diverse county:
➢ Contra Costa County is now the ninth largest in California with a population of 900,700
(10.8% increase since 1990)
➢ Contra Costa County is growing faster than the Bay Area and California with growth rates
62% and 40% higher, respectively
➢ South and East County are the fastest growing regions
➢ Contra Costa is 64% Caucasian; 15% Hispanic; 12%Asian/Pacific Islander; 9%African
American and less than 1% Native American
➢ 51% of Contra Costa residents are female; 49% male
➢ Household incomes vary widely
30% earn under$31,000 per year
30% from $31,000 to $70,000
40% more than $70,000
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Focusina on the Workforce
Economic self-sufficiency and prosperity is a core mission of the Employment and Human Services
Department. This is epitomized in the phrase "a job, a better job, a career." Statistics below give
some insight into the magnitude of the challenge, particularly when helping families transition from
welfare to work that pays a living wage.
81,000 Contra Costans live below the federal poverty level ($14,160 per year)
33,200 (41%) are children
➢ 153,000 households (42.7%) are single heads of household
➢ Underemployment is a major challenge
32% of CalWORKs recipients have earned income
19% of Ca1WORKs, Medi-Cal and Food Stamp recipients have earned income
➢ 40% of CalWORKs recipients have not graduated from high school (or GED)
➢ 85% of CalWORKs recipients are female
Both the Workforce Investment Board and the Workforce Services Bureau of the Department have
responsibilities for supporting economic self-sufficiency and prosperity. The Workforce Services
Bureau is the operational arm of the Department, whereas the Workforce Investment Board is
responsible for systems, planning and policy development (as well as business support services).
Time Limits and the Hard to Serve - Under welfare reform, families are limited to five years of
lifetime eligibility for TANF aid and two years of welfare-to-work CalWORKs services. To date, the
Department has had remarkable success reducing the CaIWORKs caseload, from 13,778 in January
1998 to 10,384 in January 2000, an overall 23% decrease. Many who have transitioned from welfare
to work were either new to welfare or just needed a "boost"to make the transition.
As the clock keeps ticking, the Department is finding that a greater and greater percentage of its
clients fall into the hard to serve" category. These are parents who face educational, training, life
skills, family situations, mental health and/or substance abuse barriers to employment.
For these clients, the Department recognizes the need to expand mental health, substance abuse
and remedial education and training services, and, for those who may lack the ability to ever work, to
provide for disability assessments and support in obtaining SSI benefits.
Child Care, Transportation and Housing - For both current and former CalWORKs clients, child
care, transportation and housing can be a formidable barriers to continued self-sufficiency. There
are not enough available child care services in our County and subsidies for low income families are
not sufficient to meet the demand. The Department is working collaboratively with the Community
Services Department, Local Child Care Planning and Development Council and schools to address
the child care capacity issue. However affordability continues to be a major concern and there are
no indications to date that the governor's budget will allocate sufficient funds in the 2000-01 fiscal
year.
Transportation is another critical barrier to continued employment. Most low income families rely on
public transit, which can be both time consuming and expensive, particularly when a parent must
drop off/pick up a child from child care. The Department successfully competed for grant funding for
demonstration programs for child care transportation and is collaborating with our public transit
industry; however, again, this is a tremendous challenge.
Housing is the third area of challenge for low income working families, due to the high cost of living
in this region. The Department recognizes this and is promoting housing assistance services to
provide renters' deposits, subsidies and relocation assistance.
Job Retention and Career development - For many CalWORKs participants, their first job pays a
minimum wage or little more. This is insufficient to support a family. The Department recognizes the
need for education, skill development and training for many former CalWORKs recipients, so that
they don't drop back into welfare dependency.
Many of the challenges faced by current and former CalWORKs families cannot be addressed by the
Employment and Human Services Department alone. The Department has taken the initiative to
increase coordination, collaboration and partnerships among public agencies and the employer
community, knowing that time limits on CalWORKs pose a very real threat to many of the families in
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Contra Costa County. At the same time, the Department is moving resources to increase support of
working CalWORKs participants as well as ex-CalWORKs families.
Workforce investment Board
The Workforce Investment Board (WIB) is integral to the Department's strategy of forging
partnerships in the areas of education, training and career development. The Workforce Investment
Board brings together all employment sectors, including business, in developing a countywide
strategic plan on workforce development. The purpose of this plan is not only to identify the roles
and responsibilities of each sector, but also to better link our educational and training service
strategies with emerging employment needs for the businesses of Contra Costa County. A major
challenge for the WIB will be to communicate and implement the strategic plan. The Workforce
Investment Board is also responsible for developing the One-Stop Career Centers, of which seven
are currently operational in the County. One-Stops will offer universal access to all job seekers and
will integrate numerous employment and job training programs under one roof. This is a very new
organizational model wherein a consortium of legally mandated one-stop partners is responsible for
operating the centers. Programmatic and fiscal responsibility of the participating agencies is a
continuing issue.
Focusing on Children
Contra Costa is home to 237,035 children and youth under the age of 18, 27% of the overall
population. As with the general population, the number of young people in Contra Costa is growing
faster than the Bay Area or California as a whole. Each year, 12,500 children are born in our
County.
Unfortunately, many children are at risk of abuse or neglect:
➢ 23,294 child abuse allegations were received by the Department this year
➢ 2,623 children are in foster care or group homes
➢ Mothers of 14% of newborns have late and/or no prenatal care
In addition, the parents of many of these children are substance abusers, resulting in impaired
functioning that can pose a risk to the child and make family maintenance or reunification more
difficult.
Child welfare is an area of enormous challenge for the Department driven by a number of factors,
including gaps between state funding and state mandates, shortage of qualified workers, the
adversarial nature of the court process and the complexity of problems faced by the families
themselves.
Meeting CPS Service Demands - It is widely recognized that state funding of child welfare is totally
inadequate. Preliminary results from a statewide study indicate the need to double the number of
workers statewide to meet state mandates. At this time, it is unknown if the governor will increase
funding as part of his May Revise proposal. The Board of Supervisors currently overmatches child
welfare, funding 24 positions above the state allocation of 152 staff as "justified" by state standards.
Recruiting new workers is a critical challenge in child welfare services. Worker turnover from
resignation and retirements is approximately 11% per year, consistent with other counties across the
state. However, in the past year, additional vacancies have been created due to the creation of new
positions and transfers (primarily to adult protective services). New recruitment strategies include
advertising in national journals, in program conference materials, on the Web, at recruitment fairs at
schools of social welfare and developing a more streamlined process for hiring new workers
("continuous hiring"). Recruitment incentives such as loan forgiveness, relocation allowances and
hiring bonuses are being discussed, but would require both review by County Counsel and funding
authorization by the Board of Supervisors. In addition, the Department works closely with
universities in the Bay Area to provide field work placement for students, many of whom
subsequently become employed by the Department.
Recognizing, however, that the child welfare staff is still overburdened, the Department has added a
new class of workers, Social Casework Assistants, and expanded the use of Parent Aides. Ten new
Social Work Assistants positions have been created and more are planned in the upcoming year. In
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addition the Department has continued to hire temporary clerical staff to help caseworkers with the
child welfare services case management system (GMS/CWS).
Working with the Juvenile Court - The court system adds to the workload for Child Welfare
Services. Over the years, there has been a dramatic increase in the number of contested hearings
and orders that increase staff work. In addition, the court process is, by nature, adversarial and a
worker's casework judgement is often under attack by attorneys for the birth families. This adds
considerable stress to an already difficult job. Also, a typical tactic by attorneys is to find fault with
the work of Social Workers so that the court will make a finding of non-reasonable effort, requiring
additional child welfare staff work. A recent review of time studies showed that staff is now spending
as much time on court related activities as casework related services. Despite this focus, nearly 50%
of child welfare reports submitted to court are late.
The court issues are being addressed on several fronts:
➢ Development of a monitoring and reporting tool to assist supervisors and workers in
prioritizing court reports;
> Retaining a consultant to work with the Department in strengthening workers' confidence
and court related skills, going beyond the current expert witness training, court report
writing and other training;
➢ Revision of the County Counsel MOU to add attorneys establish performance
expectations, provide training and ensure appropriate representation and protection of
workers in the courtroom by counsel; and
> Working with the presiding Juvenile Court Judge to make changes in the court processes
which will improve the Department's ability to protect children.
Early Intervention and Collaborative Crisis Intervention - The best outcome for children and
families is that they never become involved in the Juvenile Justice System, which is why the
Department places a high priority on early intervention programs for at risk children and families.
Currently, 65% of families receiving emergency response do not need Juvenile Court intervention.
Research has demonstrated that supportive services to parents and children, particularly those in
the 0-3 age group, have the greatest chance of averting child abuse and neglect, familial substance
abuse and poor family functioning. These supportive services include parenting education,
family/child therapy and counseling, respite care, substance abuse intervention as well as sexual
abuse services. The Department currently serves approximately 350 families and 500 children a
year through its child abuse and neglect prevention program. In addition, the new Welcome Home
Baby, in-home visitation program, was recently initiated and, when brought to scale, will provide in-
home visits for every new parent. In addition, the Department operates the intensive in-home
integration program for approximately 100 families, kinship care, case management and mentoring, a
respite care and training and shared family care. Family Maintenance, now serving over 700
children per month, can be either voluntary or court ordered; however, the focus in recent years has
been to increase voluntary participation to obviate the need for court action. In addition, in the high
risk areas of Bay Point/Pittsburg and North Richmond, the Department operates a Family
Preservation and Support Program to provide community-based services consistent with community
needs.
The Department has also expanded its crisis intervention program to reduce the trauma for children
who experience child abuse or require removal from their homes. The Regional Receiving Centers
in East, West and Central County provide for a place for children to stay while an appropriate
placement is determined, thus avoiding the likelihood of multiple placements. Similarly, the
Children's Interview Center provides a place where children can be interviewed once, not multiple
times, about alleged abuse, thus reducing trauma to the child.
Service Quality and Documentation - Child welfare practice is extremely complicated and requires
skill in a variety of areas. In the past, the Department has offered a training program designed to
balance the district's need for staff to cover cases, while at the same time, offer training. New staff
has carried a small caseload while attending training over a several month period. it was initially felt
that a combination of practical experience gained while carrying the small caseload, along with
training would provide a realistic context for the learning experience. However, due to the complexity
of cases now seen in Child Welfare Services and the difficulty of shifting focus between classes and
cases, the Department has re-evaluated its training approach. Staff will now receive more training
prior to being assigned a caseload. In addition, the training program is being strengthened:
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➢ The Bay Area Training Academy is assisting the Department is designing a hiring and
training schedule to better reflect departmental needs. This training program is scheduled
to begin in June 2000.
➢ An experienced Child Welfare Worker has been hired as a Training Coordinator in Staff
Development to provide expertise and ensure that the training is practical, focused and
efficient.
➢ A Social Work Supervisor 11 has been assigned responsibility for conducting new worker
training and to assist in the development of ongoing skill upgrade training.
All staff, including new staff, need and deserve to have supervisors available to assist them with
difficult casework decisions, provide procedural information, review and sign court reports, monitor
casework progress, coach and train staff and evaluate performance and other written materials. In
order to level the span of control and allow supervisors more time with line staff, the department will
add two new supervisorial positions. In addition, all new supervisors are now receiving supervisorial
training developed through the Bay Area Training Academy.
While Child Welfare Services strives for safety, permanency and child well being outcomes, it must
also provide documentation of its efforts to meet state regulation. In April 1999, the State
Department of Social Services found the Department out of compliance in six measures of
performance, many of which were related to documentation rather than service delivery issues. The
Department refuted the state's findings and instituted corrective action efforts. New documentation,
along with negotiations with reviewers increased the number of positive findings. Further activities
resulted in a December 1999 finding of compliance in five of the six review elements and significant
improvement in the one noncompliant documentation area.
To ensure ongoing further compliance with state regulation, the state has approved the Department's
plan for random review of casework by the Department's Quality Assurance/Quality Control
Supervisor. In addition, the Department has developed caseload monitoring tools to assist
supervisors in reviewing work on cases and prioritize work with staff. The Department has also
contracted with the American Humane Association to perform a comprehensive program review,
identifying local workload processes and program requirements and making recommendations to
ensure future compliance with state child welfare rules and regulations.
Growina Numbers of Seniors and Disabled Adults
13.4% of Contra Costa's population is over 65 years old. These 121,096 seniors represent a quickly
growing segment or our population. In the next ten years, the number of 65+ year olds is expected
to grow by 37%. The over 85 population is expected to grow 58%0. Adequate health care, the ability
to remain at home, assisted living and adult abuse are all issues which grow in importance as the
population gets older.
32,330 (26.7%) of adults over 65 live alone
➢ 74,800 adult disabled persons live in Contra Costa (1990 Census Data).
➢ The number of persons receiving in-home care increased 7.2% in the last year
➢ 874 adult abuse allegations were received by the Department last year
➢ There has been a 250% growth in delivered meals to homebound individuals since 1994-95.
Increasing protective Service Demands - Adult abuse is a growing problem in our society. The
increasing number of aging adults is straining traditional support systems, resulting in increasing
reports of elder abuse and neglect. The Aging and Adult Services Bureau is responding to this
growing problem by both increasing capacity to respond to reports of elder abuse and by expanding
programs that offer preventive support to seniors.
With increased State and Federal allocations the Bureau has hired additional social workers in its
Adult Protective Services program this fiscal year to intervene in cases of elder and dependent adult
abuse. The Bureau is also expanding prevention programs that are intended to reduce future cases
of elder abuse, such as the Information and Assistance Program, which provides resource and
referral information to older adults, younger disabled adults and their caregivers. The Area Agency
on Aging also works towards developing community resources to support seniors and prevent future
instances of abuse or neglect. Developing community resources for adults and providing services to
protect adults will continue to be challenges for the Aging and Adult Services Bureau in coming
years.
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Expanding Health and Nutrition Services - There are many families and individuals eligible for
publicly funded health and nutrition services such as Medi-Cal and Food Stamps who are currently
not enrolled in such programs. Increasing access to these services is critical to the quality of life of
many families. A key future challenge for the Department is increasing community outreach for these
services. The Employment and Human Services Department is expanding its Medi-Cal outreach
activities, including collaborative efforts with the Health Services Department and schools to reach
Medi-Cal eligible families at new locations. The Department is also enhancing access to health care
for seniors through the Health Insurance Counseling and Advocacy Program (HICAP), which
provides insurance counseling, advocacy and community education to over 5,000 individuals a year
in Contra Costa County.
Improving Service delivery - Aging and Adult services is an area of service that has grown
dramatically in recent years, with existing programs being expanded and new programs being
created. For example, programs such as the Multipurpose Senior Service Program and the Linkages
Program have been created to provide case management to elderly adults in order to maintain their
independence and prevent nursing home placements. The IHSS Public Authority has been created
to provide registry services for the IHSS program and to serve as the employer of record for
collective bargaining purposes.
A central challenge for the Aging and Adult Services Bureau is to organize its new and expanding
services in a way that is user friendly and best meets the needs of the population it serves. The goal
is to create a service delivery system where elderly adults and their families can easily access all of
the services they need, minimizing the burden on those seeking services. Such a service delivery
system will require the Department to cross train workers in multiple programs and develop an
improved information systems infrastructure to share data among programs.
Supporting Services and Staff- Oroanizationat Infrastructure
Over the past five years, the Department has experienced dramatic shifts in the mission and
mandates of all of its bureaus. It has changed, and is continuing to change, the way it does
business. More and more staff are working collaboratively with others to serve their clients.
Computer systems are becoming more integral in daily work and essential for tracking outcomes,
streamlining systems and supporting collaborative linkages. In this changing environment, training
becomes even more critical, not only for new staff, but for existing staff as well. Facilities have also
become an issue, with the need to reconfigure existing buildings to meet new program needs and
acquire additional space to house new staff. Underlying all organizational infrastructure issues is
financing. Yet, state and federal revenues are not certain.
Information Technology — Increasingly, the Department is dependent upon automated systems to
perform, assess and track its work. This is an area of expanding need in order for the Department to
be effective and efficient in its operation. In some cases, where the County has control, systems are
being developed locally. In others, where the Department depends on statewide systems, it is
necessary to work through the state and/or develop extract systems. Often the Department must
upgrade equipment in order to handle new systems. For example, most of the components used for
the CWS/CMS system will be replaced over the next year. Many more PCs will be added to support
staff this year, as will IT support and training.
Assuring Quality Services - Over the past year, the Department has put particular emphasis on
developing its internal capacity to measure and monitor program performance. This effort is not only
responsive to the Board of Supervisors' interest in outcome accountability, but also for the
Department's internal assessment of service delivery strategies. Recognizing that different
strategies work with different client populations, the Department has increased the number and
complexities of service configurations it offers to clients. Customer and community satisfaction is
also part of this overall effort.
Recruitment and Training - Expansion of the Employment and Human Services Department has
provided opportunities for advancement of existing staff. it has also, however, increased the
effective number of"new" staff within the department. Coupled with the dramatic changes in program
mandates in many areas, this has created an enormous need for staff training and development.
Recognizing this, the Department has expanded its internal training program.
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At the same time that Contra Costa's Employment and Human Services Department is expanding, so
are other departments throughout the State of California, creating acute staff shortages particularly
among Social Workers. The Department is working to increase its capacity to recruit and attract
quality workers throughout the organization.
Adequate Facilities — The facilities challenge for the department is multiple: additional space for
new staff; reconfigured space to meet new service delivery models; reallocation of space to align
complementary functions; and renovation of space to handle deferred maintenance. Efforts are
underway to build major facilities in Antioch, Martinez and Richmond, while the Department meets
short term needs through rentals and leases.
Financing Uncertainties - Of the Department's $254.8 million budget, only $24 million comes from
the County's General Fund (9%). Consequently, the Department is extremely vulnerable to shifts in
state or federal funding policies and to changes in service demands that are not 100% claimable.
Some areas of concern include: CaIWORKs, Foster Care, Child Welfare Services and IHSS.
CalWORKs is funded through three sources: the basic CalWORKs Single Allocation, Performance
Incentive Fund and the County's Maintenance of Effort (MOE). In FY 99-00, total revenues have
approximated $54.2 million, of which 46% is from the Single Allocation, 46% from the Performance
Incentive Fund and 8% from the County's MOE. In the governor's proposed budget, there is a
proposed reduction in the availability of Performance Incentive Funds for FY 00-01, which introduces
a high level of uncertainty in CaIWORKs. Federal action also could limit the availability of state
funding which, of course, would have a domino effect on the County. Then too, there could be a
reversal in the economy, resulting in former CalWORKs clients coming back into the system. In
addition, for those that have reached their time limit, there is a question as to whether or not those
individuals would be eligible for General Assistance which is 100% County General Fund.
In Child Welfare Services, there is intense pressure to increase staff levels. Already, the County
overmatches Children Services Programs $3.6 million this fiscal year. The Department anticipates
some additional state funding for FY 00-01. However, it is not yet assured, and even if approved, it
is questionable if the governor, who has indicated that education is the number one funding priority,
will allow funding to meet the new"yardstick" standards.
Another area of potential risk for the Department is foster care eligibility. Currently, the regulations
are tied to the old AFDC rules, which differ significantly from CaIWORKs, which means that eligibility
for children coming from a public assistance household is no longer guaranteed, but rather requires
anew finding of eligibility. As the old AFDC rules become more "outdated," it will become more and
more difficult to qualify for federal foster care payments, meaning that the County would be liable for
60% of the cost, not 30%.
The IHSS Public Authority represents a prominent ongoing financial challenge. With both the
average hours of service provided to seniors and the average wage paid to IHSS workers
significantly higher than the state average, the Department will have to struggle to continue to pay for
IHSS Public Authority costs. Furthermore, with the number of IHSS provider hours continuing to
increase, costs associated with the Public Authority will continue to rise. It should be noted that the
State's willingness to pay an ongoing share of IHSS costs remains uncertain, and the County cost of
operating the IHSS program could increase substantially if the State decreases funding.
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